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Annals of the University “Constantin Brâncuşi”of Tg-Jiu, No. 1/2008, Volume 2, ISSN: 1842-4856 • Papatheodorou, A. and Song, H. (2005). International tourism forecasts: Time series analysis of world and regional data. Tourism Economics, forthcoming. • Pender, L. and Sharpley, R. (2004). International tourism: the management of crisis. In Pender, L. and Sharpley, R. (Eds.) The Management of Tourism. London: Sage. • Prideaux, B. (2004). The need to use disaster planning frameworks to respond to major tourism disasters: Analysis of Australia's response to tourism disasters in 2001. Journal of Travel and Tourism Marketing, 15(4), 281-298. • Prideaux, B., Laws, E. and Faulkner, B. (2003). Events in Indonesia: exploring the limits to formal tourism trends forecasting methods in complex crisis situations. Tourism Management, 24, 475-487. • Ritchie, B.W., Dorrell, H., Miller, D. and Miller, G.A. (2004). Crisis communication and recovery for the tourism industry: Lessons from the 2001 Foot and Mouth Disease outbreak in the United Kingdom. Journal of Travel and Tourism Marketing, 15(4), 199- 216. • de Sausmarez, N. (2004). Implications for tourism and sectoral crisis management. Journal of Travel and Tourism Marketing, 15(4), 217-232. 210
Annals of the University “Constantin Brâncuşi”of Tg-Jiu, No. 1/2008, Volume 2, ISSN: 1842-4856 THE FLEXIBILITY OF ORGANIZATION AND THE FLEXIBILITY OF PRODUCT – PREMISES OF ORGANIZATIONAL SUCCESS Todorut Amalia Venera – Lecturer PhD “Constantin Brancusi” University, Targu-Jiu ABSTRACT: Flexibility represents the ability of a manufactural system to adapt to some diversified tasks of production, thus to assure an economic efficiency – the rapport time/cost should be optimum, with insignificant structure changes within a long period of time. The central role of flexibility is to permit the survival and the success of the organizations in a turbulent circumstance, which is characteristic to the new world tendencies. The more flexible the organization becomes, the better it responds to the change. Firms, which are flexible, facilitate creativity, innovations and speed, all these being included into the organizational and coordination processes. In quick change conditions, flexibility is a competitive advantage. An organization should face both threats and inherent opportunities in an uncertain future and in an instable circumstance. Flexibility and promptitude are the qualities of the organizational success and the need to be flexible is an imperative of competition. The world market of consumer goods has known deep changes lately. In the last years, the production of big series has been confronting with numerous difficulties, because of the strong mobility of the market, of its requests from the viewpoint of both quantity and quality, which impose to the producers the growth of the capacity of accommodation and of quick change of fabrication. The growth of the production diversity has an impact over the fabrication process from an organizational and technological point of view, taking into account that a more frequent transition from the realization of a product to another one is requested. This leads to the necessity of the achievement of a great flexibility of product from a projective and technological point of view. These aspects appear especially at the production of unique things, small and medium series, production which otherwise has the biggest weight within the engineering works, reaching up to 80% of the amount of total production. That what constituted the virtue of the fabrication systems allocated to the big series, as, for example, type design, standardization, big lots of products of the same type manufactured in big series, have become their main deficiency. This led to intense preoccupations for the development of a new quality of fabrication – flexibility, which implies radical modifications both in the domain of technologies and management. The change of the organizational typology has in the context of up-to-date averages an extremely increased dynamics. Thus, a strong division of the production is found, especially at the level of some components of a command launched by a customer, or of the components of the complexity products. In this context, the reality of a global competence with more and more cases is identified, the organizations interact. Some strong industrialized countries export to others, and the last export to the first ones. From exports, the organizations have become about 50% or more over. Reciprocal exports don’t aim only at the finite products, but also at components, materials, services. It results that the organizations are in equal measure both importers and exporters. It is also demonstrated the conception of the production division (Peter Drucker). In keeping with this, a product is conceived and financed in a country, the materials can be produced in many countries and sent to an organization from a country which assembles them and at last, sold to other countries. But the position on a certain phase of the process is changing. This position pursues to obtain the efficiency, in a competing system, and this means the success. 211
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